Establishing a business from scratch demands vision, persistence, and the ability to convert the little to the good. Gagan Arora exemplifies this entrepreneurial spirit, being the Founder & CEO of Vertex Group. From his modest beginnings in a Florida garage he established an international business ecosystem and expanded to markets in the United States, the United Kingdom, India, the Philippines, Nepal, the Middle East and Africa with operations in technology, digital services, education and innovation.

In this exclusive Fixnhour interview with Gagan Arora, we delve into his experiences, leadership principles and strategic thinking in his entrepreneurial journey. Whether it's scaling a Vertex Group globally, establishing a solid organizational culture, overcoming crisis, nurturing future leaders, leveraging AI and automation, or discovering new business opportunities, Gagan brings to the table practical tips for founders and technology leaders looking to compete and grow in a more globalized world. 

Key Takeaways

  • It is not necessary to have the resources handed down to first-generation entrepreneurs to create globally ambitious companies.
  • Local knowledge and a shared vision of the organization are essential to achieving goals of global expansion.
  • Diversification should enhance capabilities and opportunities, not complexity in its own right.
  • As companies grow in size, it is imperative that strong workplace culture is built into the systems in place and the leadership.
  • One thing changed from a CEO's role of being the person who makes things happen to developing people to make things happen.
  • Characteristics of crisis leadership are empathy, decisiveness, adaptability and clarity.
  • AI should not be considered a replacement technology, but a tool to augment human capabilities.
  • There is an ongoing need for investment in reskilling and learning by organizations.
  • Investors need to assess the team's ability to adapt to the business and execute the idea.
  • There should be competition between technology companies based on expertise and value, not cost alone.
  • Trust is a key pillar of internationalization.
  • The number of leaders produced by an organization is a measure of leadership success.
  • The companies that are sustainable need to grow stronger than their founders, eventually.
  • The vision of a global ambition can start very small. 

Who is Gagan Arora?

It is difficult to build up a company from scratch. Expanding this enterprise to multiple countries and developing teams, culture, operational discipline and new business verticals, demands a much different type of leadership.This is the story of ambitious entrepreneurship across the globe, with the help of Gagan Arora, Founder & CEO of Vertex Group.As a first generation technology entrepreneur, Gagan has developed Vertex Group into an ecosystem of Vertex Global Services, Vertex Digital Academy, Vertex Next, Vertex Technologies, and ILC Solutions to name just a few.It all started in a garage in Florida and grew to become a global business in the United States, the United Kingdom, India, Philippines, Nepal, Middle East, and Africa.His career path has also garnered a lot of recognition. His profile recognizes him as a seven-time Best CEO award winner, CNBC 40 under 40 and Forbes/GMI's Top 100 Influencers in India. He is an Executive Member of the Forbes Technology Council as well.

Awards only tell half the story, though.Gagan's journey is made even more interesting because of his focus on scaling organizations while maintaining people, culture, operational efficiency, innovation, and opportunity at the heart of what he does!Vertex has been named one of the Best Place to Work in India under his leadership with a score of 94% for employees and 92% for employees on a global score. Vertex is also noted as one of the most innovative companies in the world.In addition to Vertex, Gagan is interested in investment, education, international business, and entrepreneurship.His approach is to constantly look for opportunities and not limit a business to any geography, capability or traditional thought of doing things.Gagan Arora, a member of the Fixnhour founder team, shares lessons learned in building the Vertex Group, expanding internationally, developing leaders, going through crises, maintaining an organizational culture, investing in innovation and more than just short-term business success. 

Q1. Gagan, your journey began as a first-generation entrepreneur and eventually led to building Vertex Group internationally. What gave you the confidence to start?

You don't have to get a roadmap from a first generation entrepreneur.You need to make one.Fixnhour My motivation was that when one thinks outside the box and assumes responsibility for execution, opportunities arise.The early days were not about having huge resources. They talked about ambition, intelligence, hard work and taking chances.When I started out I was in a little garage in Florida and I learned something early on in them: It doesn't matter where you start, you can build as far as you want.It's all about being able to see opportunities, enlist capable individuals, execute consistently, and continually adapt.I think that attitude has been with me since I became a part of Vertex.

Q2. Vertex expanded across multiple international markets in a relatively short period. What enabled you to scale globally?

It's more than setting up offices in other countries.You have to know the market.Leadership is required at the local level.There's a need for consistency of operation.You need to have customers who are trustful of you.You need an organizational structure that can work in various cultures and locations.We always had a vision to go across geographical boundaries.But if we saw a potential and thought we could add value, we were ready to look into it.However, without action, ambition is nothing more than a blinding dream.Each market has its own set of customer expectations, talent, regulatory and business culture.To be able to see the big picture and enough flexibility to work on the local level. 

Q3. Vertex Group today includes multiple businesses and capabilities. What is the larger vision connecting them?

The overall vision is on providing opportunities with technology, services, talent, education and innovation.Businesses evolve.Customers evolve.Technology evolves.Creating an organization from a single, tightly focused competency may lead to limiting that competency.I believed in diversity as it creates opportunity so I am always operating in a more diverse fashion.The various Vertex businesses enable us to be involved in various elements of the technology and business ecosystem while leveraging shared assets like our people, leadership, operating expertise and our innovation.The goal is not to diversify size for the sake of it.It's about developing skills which can generate value over the long term. 

Q4. You have said that you try to operate in ways that create more opportunities. How do you identify which opportunities are worth pursuing?

Business owners have eyes in the back of their heads.The opportunity isn't the challenge.It's not the opportunity that's the challenge.The trouble is knowing which ones to pick.I consider if the opportunity is a good match for our strengths, if there's a meaningful market, if we can add differentiated value and if the organization can execute.Timing plays a role, too.A good idea that comes out at the wrong time is a bad idea.Leaders must have the curiosity necessary to spot the trends and yet have the discipline to not follow every one.Possibility is opportunity, but without execution.The ability to turn opportunity into sustainable business value is what counts. 

Q5. Vertex has received strong workplace recognition. How do you maintain culture while scaling across countries?

Culture isn't something that can be plastered on office walls.Must be experienced by employees.With the growth of an organization, it's harder to maintain culture, as the founder can't be present with all members.This requires values to be ingrained in leadership actions, communication, recognition, decision making and in the functioning of the organisation.Everyone also has to be able to feel like they are on the journey of the business as more than just a worker doing work.That's all part of a teamwork thing, trust, transparency, growth opportunities, and recognition.A company grows through people, not through its products.Without retention, your organization struggles to continue to grow with your employees. 

Q6. How has your role as CEO changed as Vertex moved from an entrepreneurial venture into a global organization?

The job of the CEO is constantly evolving.You might be directly handling sales, hiring, operations, customer relations and execution in the early stages.As the organization expands, so does your role.Capital allocation, risk, opportunity, leadership, culture, operating efficiencies, stakeholders and long term direction are important considerations.So one of the biggest transitions you need to make is, "Hey, your job is not to make all the decisions anymore.Your task is to create an organization that can make good decisions.That means having to build leaders.The more capable the leaders, the more the organization can be scaled. 

Q7. You have led organizations through periods of uncertainty, including major global disruptions. What have crises taught you about leadership?

The true strength of leadership and organizational culture is tested in a crisis.In a good working environment, it may seem like leadership is not too difficult.Leaders are a source of clarity when uncertainty strikes, and they are expected to be looked to by employees, customers, partners, and stakeholders.You don't always have all the answers.However, if you don't communicate, it will not work.You must make rapid risk assessments.It's important to secure the protection of the organization, but you also need to find opportunities.Empathy is required as well.People are impacted differently by a crisis.You can't only pay attention to the numbers without acknowledging the human aspect of the numbers.The key to resilience is decisiveness and empathy, as well as adaptability. 

Q8. Technology is changing rapidly with AI and automation. How do you see these technologies reshaping businesses and employment?

AI is poised to revolutionize business operations.There will be many automated repetitive activities.Data will increasingly be used to assist in decision-making.Customers will experience more personalized experiences.The software development and business operation will speed up.But, I don't think it's just a technology vs. people discussion.What questions are it that technology raises about what people can do?In the world of work, reskilling is a matter that must be invested.Employees need to develop new capabilities.Leaders should know how to leverage AI to enhance productivity without sacrificing creativity, judgment, empathy, and accountability.Technology creates leverage.Organizations will be judged for their smart utilization of that leverage. 

Q9. As an angel investor and entrepreneur, what qualities do you look for in founders?

While ideas are important, founders are more important.Markets change.Products change.Business models change.A strong root is flexible.I seek clarity of thought, resilience, execution ability, integrity and a desire to learn.I listen closely to what founders say about their customers.Is it a problem they are trying to solve or is it just that they are excited about their technology?Another crucial aspect of the player is coachability.There is a need for confidence, but it is also important for the founders to be humble enough to listen to what the market is saying.The best entrepreneurs are the ones who have conviction and adaptability.

Q10. You have significant involvement in global education and leadership development. Why is education important to your larger vision?

Learning has lasting effects.Technology is evolving rapidly, as are the skills that are needed by organizations.Traditional education can't always keep up with that change.Greater linkages between industry, technology and employability.Education doesn't end at graduation.There is a need for professionals to continually learn and develop their skills.To me, being an entrepreneur is not a different thing from education.In order to create stronger companies, stronger talent is needed.We need to have the people who can be part of the economic benefits that new technology affords us if we are going to have strong economies.But building talent is a component of building the future. 

Q11. What do you believe first-generation entrepreneurs need to understand about building a company from zero?

Where resources are lacking, do not become resource-less.The majority of prosperous businesses have a point in time when resources were few.What you need initially is clarity.What is the issue you are problem solving?Who are you going to serve?What makes you special for them?How is your speech going to sound?Then execute consistently.Establish credibility through customer by customer.Protect your reputation.Understand your finances.Hire carefully.Also, don't compare your start with the 20th year of someone else.The road to entrepreneurship is a long one.Consistency compounds. 

Q12. With businesses becoming increasingly global, what advice would you give Indian technology companies looking to expand internationally?

Don't choose a product based on price alone.There is tremendous talent and capability in Indian technology companies.The opportunity is to become strategic technology partners, rather than just execution partners.It takes some know-how to do that.Innovation.Strong communication.Intellectual property.Leadership.Consulting capabilities.Customer knowledge of business.International customers demand trust.They want to be assured that you can resolve the issue, communicate, perform consistently, and help them grow.Build trust first.Scale follows trust. 

Q13. You have received several leadership recognitions during your journey. How do you personally define success today?

Encouragement is good but recognition should not be the goal.Awards represent moments.Establishing organizations is an ongoing task.Today is a wider success for me.It entails providing opportunities.Developing leaders.Creating enterprises that outlast people.Creating employment.Helping entrepreneurs.Contributing to education.And to be continually growing as an individual.Leadership isn't about the number of people who work for you.It's how many people get better because of your efforts! 

Q14. What is your long-term vision for Vertex Group, and what legacy would you like to create as a founder?

The future is to keep making Vertex an innovative, people-driven, execution-first and impactful company globally.Growth is still essential, but sustainable growth cannot be achieved without other things than revenues.Let's develop opportunities in various markets.We want to develop future leaders.We wish to be engaged in the new technologies in a meaningful way.We want to create companies that can adjust to the changing nature of industries.The best legacy is not a company that relies on one individual.It's an organization that keeps delivering value, opportunities and leaders long after the founder has walked out the door.It's that sort of organization that you want to create. 

About Gagan Arora

Gagan Arora is a first-generation technology entrepreneur, angel investor and a business leader, who is the Founder & CEO of Vertex Group.According to his professional profile he is a seven-time Best CEO award winner, a CNBC 40 Under 40 honoree and a Top 100 influencers in India according to Forbes/GMI.During his tenure, Vertex Group has built out overseas operations, as well as businesses such as Vertex Global Services, Vertex Digital Academy, Vertex Next, Vertex Technologies, and ILC Solutions.Gagan has also served as an Associate Member of the Forbes Technology Council, the Foreign Investors Council, and International Education Programmes of Asia Arab Chamber of Commerce.His story from humble beginnings in a garage in Florida to the creation of an international organization is an expression of his entrepreneurial philosophy of opportunity, people, innovation, disciplined execution and global ambition. 

Final Thoughts on the Founder

From a business perspective, Gagan Arora's story is a remarkable example of what can be achieved by an entrepreneur when his business vision works hand-in-hand with a global mindset and steadfast execution.Starting in a small Florida garage, and expanding Vertex to a number of international markets, proves that it is not necessary for global companies to have global beginnings.They need to be brought to a vision rooted in the global but with local action.His journey also represents an important transition every successful founder will go through.Founders create businesses.Eventually, they have to foster leaders to build the business without them.

Possibly one of the most challenging phases of a company creation is that move from entrepreneur to institution builder.These qualities, along with Gagan's focus on people, workplace culture, education, opportunity creation, innovation and leadership, point to a more ambitious goal for Vertex as it becomes “bigger” than it ever has been.The aim is to build an organization that can consistently generate opportunities for customers, employees, entrepreneurs, and partners, and markets.With the ever-evolving landscape of AI and automation in the business world, companies will need technology, but they will also need individuals who can work with it.It is an important point to note that it is Gagan who stresses on the innovation and human capability too, because of that.It is a great lesson that is certainly reinforced by his entrepreneurial story:You may have to decide where you want to begin your story but not what you're willing to do. Talk to our experts